A transformed Civil Service labour relations and conducive working environment where justice, equality and fairness prevail.

Mission:

To investigate and determine the grievances of the Civil Service employees, lobby and advocate for their rights to ensure justice, equality and fairness at the workplace.

Core Values:

Integrity and transparency – SSEJC seeks highest level of integrity in all interventions. It works to uphold honesty, fairness and resists all forms of exclusion.

Consistency – SSEJC seeks to be consistent in the process of investigations. As much as possible, SSEJC will ensure uniformity and standardization in its judgments and will seek to build confidence with its clients.

Impartiality in service delivery – SSEJC seeks to uphold justice, rule of law and impartiality in all it does.

Embracing diversity – SSEJC seeks and promotes variety and diversity at the workplace and promotes coexistence.

Accessibility – SSEJC seeks to avail services to all employees.

Teamwork – SSEJC believes in working together and shared responsibilities.

Commitment to excellence in the workplace - SSEJC will work to uphold commitment to excellence in all it does. It will display commitment to its values and employees’ justice.

Formation of SSEJC

SSEJC was established by a Presidential Decree No. 57/2006 of H.E. General Salva Kiir Mayardit by the power vested to him under Article 145(1) of the Interim Constitution of Southern Sudan (ICSS), 2005 in June 2006. By the same Decree No. 57/2006 and No. 42/2007, the President appointed five members of the chamber as:

The mandate of the chamber is to consider and determine grievances from Southern Sudan civil service employees and make recommendations or propose remedies to the President of Southern Sudan to ensure justice for civil service employees.

Formation of the Investigation Circuit

To enable the SSEJC to carry out its work as mandated in the ICSS, the Chamber has formed a Circuit that is an investigative body composed of retired experts in public service regulations, labour laws and professionals with law background. This body is meant to look into the complaints filed by the aggrieved employees. The Circuit has policies and procedures to guide them through the investigation process. They meet twice a week to investigate, interview, summon witnesses and refer other cases to the appropriate jurisdictions.

The structure of the SSEJC was developed around the required number of staff who would actively carry out its activities. The SSEJC organizational structure has four directorates that are overseen by the Commissioners and supervised by the Director General. Under the Directorates, there are departments headed by the Directors. The State offices under the supervision of the Director General are headed by the Director of State Affairs in the Headquarters and then by Deputy Directors at the State level. Other departments are hereunder:

Department of Finance, Administration and Human Resource

Investigations Department

Department of Strategy, Training and Communication

Department of States Affairs

Three-Year Plan

Since the establishment of the Chamber, it had been handling cases as they come until 2007 when it decided focus its efforts and resources in s harnessed manner. It carried out a Strategic Plan workshop and identified five strategic priorities that will guide its operations for the coming three years (2008-2010). The Strategic Plan workshop highlighted the following five strategic directives:

Investigation and determination of grievances;

Capacity building and formation of workplace foras;

Facilitation of establishment of State offices;

Lobbying and advocacy; and

Information and Communication.

The above strategic directives will guide the SSEJC operations and the Chairperson, Commissioners and entire staff, reaffirmed their commitment to work tirelessly to enable the Chamber carry out its mandate and operate as an integral part of the government.